Mike Thelen’s picture

By: Mike Thelen

As is the case with any lean implementation in a traditional environment, culture change is the most difficult obstacle to success. A company can hire consultants, develop work teams, and begin lean initiatives, but if it only talks the talk, the initiative soon becomes just talk.

The transformation to a lean enterprise isn’t easy. Senior management, while being driven by the labor force, must lead the process. More importantly, employees between these two levels must focus on using the tools and training provided on a consistent, daily basis to enforce the concept of culture change. They’re truly the change agents.

This is a weakness in many implementations. Department supervisors and managers receive useful training, yet fail to transfer the knowledge to real-work events. The causes for this may be numerous and valid, but they can’t be accepted. Why does this happen? Can it be prevented?

Thomas R. Cutler’s picture

By: Thomas R. Cutler

Industrial-marketing programs must encompass the full range of activities needed to grow a business profitably, and often these programs neglect to cover the retention and expansion of a business with existing profitable customers.

In a global competitive environment, a lean industrial-marketing process must help to identify target markets, target customers, and target channels of sales and distribution. The program must focus on profitable growth and financial performance that matches the best-in-class global competitors. The assessment of an industrial-marketing program must include the determination and justification of new global markets with products that offer a superior performance advantage, including an attack strategy for countering foreign competition.

Thomas R. Cutler’s picture

By: Thomas R. Cutler

Industrial-marketing programs must encompass the full range of activities needed to grow a business profitably, and often these programs neglect to cover the retention and expansion of a business with existing profitable customers.

In a global competitive environment, a lean industrial-marketing process must help to identify target markets, target customers, and target channels of sales and distribution. The program must focus on profitable growth and financial performance that matches the best-in-class global competitors. The assessment of an industrial-marketing program must include the determination and justification of new global markets with products that offer a superior performance advantage, including an attack strategy for countering foreign competition.

Knowledge at Wharton’s picture

By: Knowledge at Wharton

Former Chrysler chairman Lee Iacocca once noted, “You can have brilliant ideas; but if you can’t get them across, your ideas won’t get you anywhere.” In their new book, The Art of Woo: Using Strategic Persuasion to Sell Your Ideas,Wharton legal studies and business ethics professor G. Richard Shell and management consultant Mario Moussa provide a systematic approach to idea selling that addresses the problem Iacocca identified. As an example of effective persuasion, they tell the story of rock star Bono’s visit to then-U.S. Senator Jesse Helms’ Capitol Hill office to enlist his help in the global war against AIDS.

Quality Digest’s picture

By: Quality Digest

If you work in a project-based environment, you may feel like one of those juggling clowns at the circus, trying to keep your ball, your baton, and your flaming torch in the air at the same time, all while maneuvering your unicycle around the ring. Focus too much on one object and you risk dropping one of the others, or even taking a tumble. Project management is a lot like this. Neglect to give one project the attention or funding it needs and the consequences of doing so can be much more serious than a dropped ball, especially when your higher-ups find out money has been wasted on an unimportant or failed project.

Organizations don’t have to manage their projects in such a circus-like manner. In fact, project prioritization and selection can help you save time and money and achieve consistent success for your company.

A dearth of facts and unbiased analysis lead executives to make poor decisions when selecting new projects or assigning resources to existing ones. The result? Unmet business goals and lost opportunities. Bad project management decisions not only cause the misuse of valuable funds, they create an environment where strategic projects take a backseat while pet projects are given higher priority.

Richard Lepsinger’s picture

By: Richard Lepsinger

Companies frequently develop vision and mission statements about being No. 1 in their industry, the great service they provide to customers, and their rewarding work environment. More often than not, these statements are so far from reality that they become joke fodder for customers and employees alike. Your company really can keep the promises you make, but first you must create a culture of execution.

Creating a culture of execution begins with the knowledge that developing plans and strategic initiatives is just the starting point. It also requires adopting the mindset that a highly skilled and engaged work force, while important, won’t ensure effective execution.

Many leaders have a blind spot in this area. They either believe that their job is setting the direction, and execution is the responsibility of lower-level managers, or they assume that if they clearly communicate an exciting vision of the future to an engaged work force, everything else will fall into place.

Georgia Institute of Technology’s picture

By: Georgia Institute of Technology

Unique three-dimensional solar cells that capture nearly all of the light that strikes them could boost the efficiency of photovoltaic systems while reducing their size, weight, and mechanical complexity. The new 3-D solar cells capture photons from sunlight using an array of miniature “tower” structures that resemble high-rise buildings in a city street grid. The cells could find near-term applications for powering spacecraft, and by enabling efficiency improvements in photovoltaic coating materials, could also change the way solar cells are designed for a broad range of applications. “Our goal is to harvest every last photon that is available to our cells,” says Jud Ready, a senior research engineer in the Electro-Optical Systems Laboratory at the Georgia Tech Research Institute. “By capturing more of the light in our 3-D structures, we can use much smaller photovoltaic arrays. On a satellite or other spacecraft, that would mean less weight and less space taken up with the PV system.”

Peter A. Quinter’s default image

By: Peter A. Quinter

The recent rash of highly publicized recalls and alerts on Chinese-made toothpaste, tires, and toys has shaken confidence in the safety of Chinese imports, with the media calling for consumer boycotts and stricter trade regulations to discourage U.S. businesses from dealing with China.

The danger presented by Chinese imports has been highly exaggerated, however—recalled goods are estimated at less than one percent of total U.S. goods imported from China.

Contrary to what media reports have led consumers to believe, China is far from being the only country with a questionable product-safety record. On the Food and Drug Administration’s current list of “Import Alerts,” issued to prevent entry of certain products from certain countries, Mexico is currently in the lead with 20 alerts, followed by another next-door neighbor and prime trading partner, Canada, which is tied with China at 16 alerts.

Never mind that in the last few months the United States has seen numerous recalls for domestically manufactured products such as pet food, spinach, seafood, and dietary supplements. Earlier this year, the Consumer Product Safety Commission recalled approximately 2.3 million dishwashers, 3.7 million candles, 620,000 pressure washers, and 72,000 air compressors—all made right in the United States.

Terry Kaytor’s default image

By: Terry Kaytor

Quality’s commonly accepted definition along the lines of “meeting or exceeding customer expectations” falls short. A more complete definition of quality should also consider achieving our potential, which can exist at a personal level or at a business level. Our ability to achieve both potentials is influenced by the relationship between personal ethics and business ethics. This ethical relationship has a direct bearing on craftsmanship, which, in turn, affects quality.

Personal ethics transcend our physiological needs and can be defined in terms of the choices we make to achieve our potential and fulfill our basic social and creative needs. These choices must also contribute to society. Sometimes we make good choices, sometimes not. Reaching the balance between achieving our potential and contributing to society is what it means to be ethical.

Rudolf Melik’s default image

By: Rudolf Melik

Our spherical world has been declared flat once again, and you’ve likely found that your old way of doing business fits about as well as the suit you wore 30 pounds ago. Many operations scattered to the four corners of the globe, and the attitudes of the workforce have undergone a similar shift. People no longer expect to follow a predictable, hierarchical career path. They now expect to take part in numerous quick-forming, quick-dissolving teams that implement a series of short-term projects that, together, make up their long-term career.

In short, everything has changed. If you’re trying to force yesterday’s rigid business practices to match up to today’s dynamic, project-based world, you’re doomed to failure. After all, talent is the biggest differentiator between businesses these days, and how you manage it will determine your destiny.

Our established ways of getting work done, of accounting for this work, of monitoring compliance, and of analyzing work-in-progress for intelligence that will help us do future work faster, better, cheaper, and smarter are through. They are no longer enough. Today’s companies will have to learn how to function in a short-term, project-based business world. Unfortunately for many companies this skill set is not yet their strong suit.

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